Introduction of Leadership And Change Management Assignment
Interruptions in current days have changed organizations from tough and uncertain to vague and confusing. In that case Change within associations isn't generally something very similar in addition to it being managed in an unexpected way. Thus one of the main notions behind conducting this study is to shed light on the topic of organizational change. The study will specifically use IBM as the case example where a new change has been adopted using Remote and Hybrid Work. In doing so the impact of the change on the company’s structure and culture in change the work will also be discussed in detail. In order to explain the change situation, Kurt Lewin’s model of change will also be explained in detail.
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Meaning of organizational change and its impact on companies using Fine Tuning .v. Radical
According to Gill R, organizational change is the sort of shift of a company from one position to other. The concept of organizational change might take in a lot of various manners, It also might comprise a modification within an organization’s culture, tactics, policy techniques as well as technology too (R, 2002). Basically, each association will, eventually, go through progress or modification to stay feasible and scalable. Whether on boarding fresh representatives, developing a division, or converging with other organizations, these progressions might fundamentally affect the direction of the company functions (Yi, 2017). The impact of the changes within the company can also be identified by using Fine-Tuning .v. Radical concepts. The fine-tuning modification comprises alternations that have almost zero effects on the working of the company. However radical changes are those kinds of changes that impact the company in a huge manner where the overall functioning, exercises, items as well as structure of the company got affected (Todnem, 2005).
One organizational change within IBM
IBM which is in general known as International Business is a USA-based multinational company whose main office is located in Armonk, New York. The company functions in more than 171 nations. The company was founded in the year 1911 and is considered to be one of the top leading IT companies in the world. The company is always known for its culture and organizational structure and also quite frequently they create changes within its functioning to keep their company up to date. Many a time it has also been seen that these changes provide both positive and negative impacts on the leadership and entire working of IBM. Recently a new change has been implemented by IBM which is focussing on Remote and Hybrid Working culture (IBM, 2022). With the onset of the pandemic in 2019 March, they started the remote working culture and as the pandemic is slowing down they are now starting a hybrid working culture. The implementation of this change can be explained by using the OC model of Kurt Lewin’s change model. The model goes through three stages which are discussed in detail below.
Unfreezing: Prior to the remote working, culture has been implemented the main objective of the company was to keep their employee safe from getting infected with Covid-19. A lot of people at that time were not supporting the change but as the severity increased they started accepting the change. The main idea behind implementing this change is to show that the company cares for the well-being of its employees.
Changing: Now that the people are used to the change they started to move along with the change. As per the identification of Lewin that medication is a technique where IBM ought to change or shift within this new phase of change. At the time of this modification advance, employees start to get familiar with the new ways of behaving with the remote and hybrid culture of working as working home from various locations with other parts of the world is quite a big challenge.
Refreezing: Considering the last phase of the model is refreezing in this phase the employees get used to the remote working culture and try to match with the remote working techniques and now when things are getting normalized people are also cooperating with the hybrid model culture too. Constructive perks and affirmation of individualized endeavours are frequently deployed to build up the fresh state as it is accepted that decidedly supported conduct will probably be rehashed (Hussain, 2016).
The impact of change over the change management in IBM
Whenever a company implements any sort of change it provides both positive and negative impacts on the change management. But also the severity of the impact depends on how the management, leaders, and employees are reacting to this change. The recent change which has been implemented by IBM is remote and hybrid culture of working has provided a huge impact on the IBM framework as well as culture. The effects can be identified as both positive and negative which are discussed in detail below.
- The first notable impact of the implemented change over IBM’s structure and culture is that the employees are getting superior workspace efficacy. Since most of the people are working from home and also as per hybrid work culture they hardly have to visit the office for two days as a result work life and personal life can be kept in control.
- The second notable positive impact which has been seen is those employees are getting additionally engaged in the place of work. Whenever the employees have greater adaptability, they are bound to adjust their responsibilities, take part completely in work exercises, and track down fulfilment in their work which directly affects the company structure and culture of IBM.
- The third notable positive impact of remote and hybrid working culture over the organizational structure of IBM is that it helps the employee to be more dedicated towards the work as the commuting time of the office has been decreased to a great extent they receive additional time to devote to the work. This helps in increasing the overall revenue of the company which helps in getting an increment to the employees also (Barnes, 2022).
Now considering the negative impact of remote and hybrid working culture on the organizational structure is also a notable thing.
- The first negative impact which has been identified within IBM is that at the initial phase of remote and hybrid working the managers was finding it difficult to interact in real-time, particularly among the disbursed groups.
- Secondly, the right to use technology as well as other software hugely varies from office to home due to which many a time employees are not able to meet the deadlines on time.
- And the most notable negative impact is created by various distractions at the house which decrease the potential of the employees to work better for the company culture. In-office employees get full concentration to dedicate their time towards the work which helps in attaining the deadline on time that directly impacts the company structure and culture which is just the opposite in the case of remote and hybrid work culture (DeKeyrel, Kendra, 2021).
So, it can be concluded from the above done study that whenever a change is implemented within a company it faces both positive and negative impacts. Also as per the current pandemic situation big companies like IBM are implementing changes in order to cope with the current changing world. Based on the study it has also been identified that both the impacts change the functioning of organizational structure as well as culture as a whole too.
Barnes, D., 2022. The rise of the remote workforce. IBM.
DeKeyrel,Kendra , 2021. The advantages and challenges of implementing a hybrid workspace for your employees. [Online] Available at: https://www.ibm.com/blogs/internet-of-things/implementing-a-hybrid-workplace-for-your-employees/ [Accessed 30 March 2022].
Hussain, S.T., 2016. Kurt Lewin's process model for organizational change: The role of leadership and employee involvement: A critical review. Journal of Innovation & Knowledge.
IBM, 2022. About IBM. [Online] Available at: https://www.ibm.com/about [Accessed 03 March 2022].
R, G., 2002. Change management--or change leadership?. Journal of Change Management, 3(4), pp.307-18.
Todnem, R., 2005. Organizational Change Management: A Critical Review. Journal of Change Management , 5(4), pp.369-80.
Yi, Y., 2017. Bottom-up learning, strategicflexibility and strategic change. Journal of Organizational Change Management, 30(2), pp.161-83.